Mobilizing for the Future: Retailers Adapt to Digital Demands

AUGUST/SEPTEMBER 2010

THINK
F
ORWARD
IN A RACE WITH CHANGE

Retail is being hit with a wave
of game-changing technology
in the form of more than
9 million smartphones. As
the act of shopping undergoes
sweeping transformation, we
will experience more change
in the next five years than
we have in the past forty.

A STATE OF THE INDUSTRY REPORT FROM

TABLEOFCONTENTS
3A MOBILIZINGFORTHEFUTURE
Retailers face pressure to invest in digital, but not at the expense of brick-and-mortar.

6A SHARETHIS:IT’SNOTABOUTTHETECHNOLOGY
Retailers need to worry less about offering the latest widget in favor of learning
more about how consumers are connecting.

8A THEPARENTTRIBE:MILLENNIALS
The 18- to 29-year-old consumer segment includes tech-savvy,
community-centered parents.

10A PUTTINGOURHEADSINTHECLOUD
Companies need to know where and how to connect with shoppers in the “cloud”
of Web-based retailers.

12A FOOD.IT’SEVERYWHERE
Food is the go-to category for driving productivity and shopper frequency.

14A THETIMEHASCOMETORE-IMAGINETHESTORE
Technology trends are set to alter shopping experiences.

16A PREDICTIONS
How technology will affect customer service, the physical store and brand experiences.

18A THEFUTURE:HOWTOGETTHEREFROMHERE
What needs to be done now and in the mid-term to prepare for the future.

20A THECHAINSTOREAGETOP100
A comprehensive list of the 100 largest retailers in the United States.

26A INDEX
An alphabetical listing of the 100 largest retailers.

28A LargestRetailersbyTotalNumberofStores
Fastest-GrowingStoreCounts
29A HighestProductivityperStore
RemarkableRecoveries

HighestNetIncome
30A Top20RestaurantChains

31A Top20RestaurantChainsbyTotalNumberofU.S.Units
Top20RestaurantChainsbyGrowthinTotalNumberofU.S.Units
32A ACKNOWLEDGMENTS

Snap a picture of each QR code to see where it takes you online. If your mobile
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2A chainstoreage.com August/september 2010

State of the Industry

MOBILIZINGFORTHEFUTURE
Retailers face pressure at both ends. Digital demands investment,
while brick-and-mortar won’t thrive without dramatic change.

In the global changeover from old technology “paper trail” has been almost seamlessly trans-
to new, it’s already the second inning, and retail ferred to technology. Who knew we’d prefer airline
is behind. kiosks, GPS systems and e-books? We have un-
learned patience in this instant world. “Wait” is a
First there was e-commerce. Brick-and-mortar
four-letter word. Neither do we credit authority,
retailers rushed to launch websites to keep up with
instead putting our faith in strangers. We trust online
their competitors, but failed to integrate them. As
reviews from fellow consumers and bloggers rather
store sales began to falter along with the economy,
than the seals of approval from legacy institutions.
merchants rallied to their online channels. Im-
proved online experiences helped e-commerce While businesses have always dealt with word of
speed along as the industry’s growth engine. mouth, social media has amplified and accelerated
it to such an extent that no entity is in control of its
However, just as retailers are learning how to
own message. The opinions of millions are immedi-
enrich the online experience with customer
ate and far-reaching, giving the consumer unprec-
reviews, videos, advanced rich media and social
edented scale. As a result, businesses are faced
commerce tactics—but before they’ve had a chance
with managing, not customers, but two-way
to de-silo and fully develop—mobile has become the
customer relationships. And relationships are
new online. Accessing the Internet via smartphone
much more challenging.
has exploded in popularity. Almost one-third of
American consumers already use their mobile There’s a lot of catching up to do. It starts with
devices for shopping. recognizing and enabling the intra-dependency of
all channels—instore, catalog, e-commerce, social
Our rapid adoption of technology is remarkable.
and mobile. The effort will require a balance of
Behaviors we never thought would change are
investment in two areas: the creation of brand
changing—or have already changed. The “paperless
experiences for digital and the conceptual renewal
world” predicted decades ago was considered a
of the physical store so that it adapts to the behav-
myth, until now. The confidence we imbued in a
iors going on outside it.

August/september 2010 chainstoreage.com 3A

THE CONVERGENCE OF SOCIAL MEDIA, E-COMMERCE,
BRICK-AND-MORTAR AND MOBILE ARE CREATING A NEW
BLENDED REALITY.
Shoppers have long viewed multi-channel retailers The sweeping transformation of shopping effec-
holistically. But retailers don’t view themselves that tively frees the store from traditional constraints,
way. They still see their channels as distinct from such as the old notion of just making a sale. Today,
one another. The first order of the day, therefore, is a sale is merely the foundation upon which to build
to embrace and operationalize the holistic approach a relationship. And if a retail brand thinks of itself
demanded by consumer behavioral trends. as having a reason for being beyond the transac-
tion—for instance, as an immersive, educational or
What will it mean for the store environment now
exploratory encounter—it could emerge as a fun
that shopping has become decentralized and can
and sensory-laden local phenomenon, the ultimate
take place anywhere? The seductive mobile channel
brand experience.
with its high screen resolution, high-quality optics
and geo-location lets users enjoy dynamic content, The race is on to create exciting stores, develop
bar-code recognition and real-time, location- mobile strategies, address emerging shopper
specific data. However, a multi-channel world behaviors, improve the customer experience across
needs an anchor. The store is destined to become channels, attract loyal shoppers and increase
more and more important as the “hub” of brand value. Pull up your Starbucks app and order a
experiential shopping. latté. We’ve got work to do.

M-COMMERCE IS SET TO EXPLODE PLANET OF THE APPS
Industry analysts predict that hundreds of retailers By early 2010, app usage was significant. Apple’s
with e-commerce channels will have m-commerce iTunes was in the lead with over 160,000. Technol-
platforms up and running by year’s end. According ogy giant Cisco predicts there will be 1.5 million
to industry experts, Black Friday is the preferred apps worldwide by 2013. Currently, there are 35
deadline for launch, since PayPal recorded a 140% billion wirelessly connected devices, nearly five per
spike in mobile payments on that date last year. person on Earth. By 2013 there will be one trillion,
Mobile commerce is expected to increase by up to or 140 devices per person, as more wireless
300% by the end of 2010. devices emerge for navigation, media, gaming,
books, medical monitoring, utility meters, etc.



LISTEN, SHARE, INVITE.
SUCCESS IS ABOUT
RELATIONSHIPS.
Shoppers are expected to order $2.2 billion worth of
goods from mobile devices this year, $1 billion more
than last year. So there’s immense pressure to
jump into the broadband ecosystem with a mobile
app for fear of losing customers who want to “shop
now, shop anywhere.”

But before retailers throw development time and
money at the increasingly crowded and complex
landscape of digital, it’s imperative they listen
carefully to what their customers want. Otherwise
apps will go the way of early e-commerce, a great
idea plagued by needless complexity.

Listening to customers, never one of retail’s
strengths, is the central survival skill of the 21st
century. Without it, relationships don’t happen.
Listening and a clear, simple brand proposition
delivered in a unique way are the timeless disci-
plines behind commercial success. Few businesses
have mastered both and until they do, they can’t
expect to connect through the channel noise.

THOSESHINYTHINGSTHEKIDSHAVE Smartphone THESHOPPINGJOURNEYBEGINSONLINE 42% of
ownership increased 40% between 2008 and 2009. shoppers spend more than half of their shopping
By 2011, 99% of all mobile phones will be data time doing online research. 89% of consumers
capable. By the end of 2014, the number of mobile making an instore purchase have conducted online
devices on 3G networks is expected to soar to 81%. research prior to the purchase.
And 4G networks are already rolling out.
CONSUMERRECOMMENDATIONSARETHEMOST
MOBILEPHONESASINSTORESHOPPING CREDIBLEFORMOFADVERTISING Yet 73% of
DEVICES 29% of Americans already use their online retailers have yet to incorporate any kind of
mobile device when shopping. Shoppers who use reviews into their e-commerce sites.
the device instore are 6% more likely to make an
ONLINESENDSSHOPPERSTOTHESTORE For high
instore purchase.
consideration items, shoppers are two times more
NEARLY1IN3AMERICANSISSHOPPINGONLINE likely to make the purchase instore versus online,
E-commerce continues to build momentum as because of the need to physically evaluate. 45% of
broadband access increases. Multi-channel consumers who research online buy other products
customers are more engaged and spend on average in addition to the ones they research.
50% more than single channel consumers.


SHARETHIS:
IT’SNOTABOUTTHETECHNOLOGY
The lesson for retail brands: It’s not about offering the newest widget.
It’s about your ability to connect to your customers.

Unlike the media created 50 years ago, the Web Advocacy. Word of mouth, good or bad, is nothing
wasn’t intended for commercialism. Its purpose new to retailers. Social media allows it to be
was to improve communications among scientists immediate and far-reaching. Complaints go around
by connecting them together. Now the wireless the world in an instant. And when positive, word of
world belongs to consumers who’ve turned the old mouth is a powerful generator of goodwill.
media model on its head. Marketers need to earn
Connections. People love sharing and “friending.”
their place in this new world through the exchange
Becoming friends online is a bit different than in
of ideas and shared experiences.
person. Online it means we’re curious about one
WHAT DIGITAL INNOVATION another and willing to pay attention. But it’s still just
as rude to try and sell something to a friend.
IS ABOUT
Community. Unbound by time or space, online is a
Access and Awareness. Now that consumers have
virtual meeting space where people can share data,
the power to access what seems like an infinite
common interests and passions. By listening and
amount of information from previously impossible-
responding thoughtfully, we earn our place in the
to-access sources, they are taking full advantage of
community. Meaningful relationships develop based
it to make better decisions.



SHOPPING AS A
SOCIAL EVENT
Shopping has always played into our social
instincts. If all things appear equal between two
stores, we’ll choose the one with the most shoppers
inside. It seems the thing that attracts people most
is other people. We trust the crowd. In fact, Face-
book is now sending more visitors to news sites
on shared values, which applies to brand/consumer than Google.
relationships just as it does to the interpersonal
kind. Once the relationship is established, consum- That same instinct is behind the evolution and
ers expect to share in the co-creation of offerings. adoption of digital social shopping tools. Today you
can shop directly through Facebook and other
These new abilities, behaviors and expectations social media sites. For example, Target’s fan page
mean that retail brands will succeed only if they allows you to “shop your look,” Nine West has a
deal open-handedly, providing transparency in “fanshop,” and Avon’s Mark has a full-fledged
everything from social responsibility to owning up Facebook “shoplet.”
to mistakes. Trust is fragile.
Instant show-and-tell devices, like the instore
People also demand authenticity from their favorite Diesel cam, allow shoppers to take pictures as they
brands. That is, the feeling of character, an aes- try on outfits, post them online and ask their friends
thetic quality, a sympathetic vibe between consum- for their opinions.
ers and the objects of their desire that allows for
attachment. These dynamics have brought etiquette Almost every city has its own Groupon offering-of-
back to selling. Rather than shout their wares, the-day, and if a certain number of people sign up
brands must seek permission to speak and then for the offer, the deal becomes available to all.
only along the channels allowed by the consumer.
A mobile visual product search app called SnapTell
“People are the next revolution. Etiquette and lets you take a picture of the cover of any CD, DVD,
understanding how to navigate this human Web are book or video game and have its consumer ratings
your best bets at finding, retaining and growing and pricing delivered to your smartphone screen—
communities of customers.” –Chris Brogan, social again taking advantage of the opinions of the group.
media expert.
The RetrevoQ app allows you “to feel like you’re
shopping for electronics with friends, making the
PODCAST:
task simple and fun.” You Tweet the make and
Let’s Talk: We interview retailers
about their social strategies model of an electronics product and receive buying
http://www.designforum.com/soi2010 advice within seconds.


THEPARENTTRIBE:MILLENNIALS
Consumers born after 1980 (18- to 29-year-olds) are different.

The sheer size of Generation Y, known as Millenni- 18- to 29-year-olds already have children, and the
als, makes them a serious generational force to be majority of those remaining intend to become moms
reckoned with. By most counts, there are about 70 and dads in the future.
million of them, and they’re rapidly taking over from
As the first generation of parents who grew up with
the 76 million baby boomers who are now pushing
the Internet, Millennials embrace technology as a
60. They’re making an impact in the workplace, the
fundamental part of existence and take digital
community, the family dynamic and soon enough,
advances in stride, having no concept of the way
the economy. As their influence begins to ripple
things used to be. They are the driving force behind
through the marketplace, retailers that appeal to
social networking sites, including those for their
families will need to evolve their messages.
pregnancies and babies.
Millennials have a distinctive mindset. They cherish
Their attitude toward privacy is different, too.
their individuality, attested to by the fact that the
A recent explosion of mom blogs and an impressive
majority have one or more tattoos. Yet they feel
number of dad blogs point to this generation’s
secure enough to identify strongly with a larger
desire to publicly share plain and honest truths
group. An impressive 77% put raising a family at the
about their challenges. They seek child-rearing
top of the list of objectives that are essential or very
advice, purchasing information and opinions from
important—even more than their parents’ genera-
a large online network of friends. They also see
tion, of which 59% put family topmost.
themselves as influencers on life issues and
Although Millennials are not yet the prevailing purchase decisions, offering their own opinions.
parenting cohort, they soon will be—34% of today’s



Because this generation has been marketed to
since birth, they resent advertisers’ attempts to
infiltrate their lives and can see through insincere LIFE OUTSIDE THE
commercial messages. Any retail brand hoping TECH BUBBLE: THE
to convert them to advocates will need to gain
LOW-INCOME SHOPPER
trust through the sharing of useful information
and true utility. America’s 50 million low-income consumers will
probably not be buying apps for their iPhones, or
Interestingly, although they purchase electronics
expecting businesses to listen and respond to their
that other groups would categorize as luxuries,
needs. But retailers are adopting technology to help
such as the iPad, Millennials consider themselves
serve them, as well as other value-minded consum-
“poor” and as a result they are very price conscious.
ers. CashAmerica, a store for pawn loans and cash
Brands associated with Millennials (besides Apple advances, offers payday loans online. To customize
and Red Bull) are those that reflect their values. the retail experience to its shoppers’ lifestyle, it is
Target plays in the right zone. It is philanthropic and testing instore access to Craigslist. Similarly,
socially responsible, offers earth-friendly baby and Fred’s, a small-format value store whose slogan is
household products, and is affordable and stylish. “It’s my store and I’ll give it away if I want to,” is
The retailer’s advertisements share a sense of fun adding a pharmacy to 300 of its 600 stores. Given
and are filled with the kind of people Millennials like. the 9.5% unemployment rate and an economic
outlook that’s better than last year but still uncer-
Needless to say, these young working parents are tain, U.S. consumers continue to spend, but
always online, moving between email, Facebook, cautiously. In response, Big Lots! and Dollar
Outlook, parent blogs and often a celebrity news General have improved the store experience
site. Mobile apps are integrated into their daily life, through redesign. Family Dollar is investing in
and Target has a highly rated one. It provides a technology to make it easier for shoppers to use
bar-code scanning option for more product infor- food stamps and credit cards. Walmart continues
mation. Beyond price, it offers customer reviews to evolve its environment to serve low-income
and local availability. Best Buy is also doing it right shoppers as well as other value-minded consum-
for Millennials. It offers social shopping on Face- ers. At the same time, extreme value players need
book and the ability to pay by smartphone. to stay true to their low-income shoppers who enjoy
the feeling of being preferred.
Leading the way for all demographics, Millennials
are teaching retailers how to engage—it’s all about
how the customer wants to interact. By offering
shoppers ways to individualize and personalize their
use of the store and the messages they opt in for,
retailers have a greater chance of seamlessly
connecting to these customers instore and out.

VIDEO:
Millennials: What’s the Connection?
http://www.designforum.com/soi2010


PUTTINGOURHEADSINTHECLOUD
As shoppers demand anywhere-anytime access to a “cloud” of
Web-based retailers, companies need to know where and how
to connect.

The immediacy and multiplicity of digital has turned Fashion Director showcases hot items as well as
the path to purchase into a seeming labyrinth. fun celebrity-studded how-to videos. Macy’s was
Untethered from TV, radio and newspapers and also one of the first retailers to create an app for
floating in a cloud of always-on technology—so the iPad by turning its catalog into a fashion show. A
tantalizingly held in the very hands of its target sleek Facebook fan page lets customers “shop the
customer—brands are left wondering where to trends” and sign up for events.
connect and certainly how. There appear to be
Rather than attempt to compete with their media
myriad touchpoints, but when and why are they
choices or change their behavior, retailers need to
accessed? In what order?
find a way to be part of what customers are already
For the consumer whose life is integrated with doing. Digital innovation requires a strategy to:
technology, few shopping events are unconnected
• Socialize and personalize offers for your
from social sites, mobile apps, blogs, calls,
customers
consumer reviews, group coupon notices, news and
• Better integrate your channels: e-commerce,
entertainment, music, games, photo uploads and
instore, catalog, mobile
plain old emails—all customized by the user
• Offer relevant information consistently
according to their wants.
• Commit to an ongoing two-way conversation
Seeing an opportunity to leverage the new behavior,
The retailers who take the time to find and invest in
Macy’s began helping its apparel customers with
the most meaningful touchpoints in the cloud will
what they wanted most, fashion editing. It designed
be rewarded with additional store trips and more
a “fashion challenge” game for the website and
useful insights.
extended it into the stores through merchandise
that mirrors the online content. A microsite called



INTRA-CHANNEL BLUR
Surveys show that more than three-quarters of measure success according to customer purchases
consumers use two or more channels to browse, in one channel or another. For example, the success
research and purchase products, with one-third of a TV campaign may be measured by purchases in
using three channels. But despite the fact that the store on sales day. But there’s no measurement
merchants have heard this for the last several of the browser who visits the store and returns
years, they haven’t seemed to grasp its opportunity. home to make the purchase online. Channel choice
While many have successfully exploited the obvious as a segmentation factor should be irrelevant.
advantage of the Web through e-commerce, there’s Along the same lines, 40% of consumers who
a widespread need to find ways to discover small browse catalogs never purchase through catalogs,
wins in the form of changes that mitigate shoppers’ indicating that retailers need to find ways to link
perception of risk, such as adding proactive chat for catalogs to the other channels.
additional product information. And now there’s an
Multi-channel shoppers are more profitable,
even more pressing need to figure out ways to
because they’re more engaged and subject to more
support other channels.
sales opportunities. They also spend 50% more
Intra-channel blur is the reality of multi-channel than single channel shoppers. By 2012, nearly 40%
retail today—at least for consumers. Multi-channel of retail sales will be influenced by the Web and
is more intuitive for shoppers than retailers, who cross-channel. Retailers must move faster to
maintain a separatist view of store and online. This deliver on people’s expectations for a seamless
view is propogated by the fact that most marketers brand experience.

WHITE PAPER:
Driving Demand with Wireless


FOOD.IT’S
EVERYWHERE
There’s a burrito on your iPhone!

Food is the one thing consumers buy with frequen-
cy. Americans can be relied on for three meals a
day plus snacks, and in the case of Millennials who
are late-night denizens of online, they’ll even
consider a fourth meal. Restaurants such as
Chipotle and Burger King use mobile outreach with
smartphone apps to nab sales the moment hunger
strikes. To push its value menu, Taco Bell lets
mobile eaters calculate what they can afford to buy.
In the grocery channel, Whole Foods Market
Recipes helps the health-conscious eat better.

As the go-to bait for driving productivity and
shopper frequency, food continues to cross catego-
ries as retailers look for ways to build the basket.

Early this year, Walgreens announced plans to
explore the addition of fresh food and prepared Value grocers racing to take advantage of that

meals to the mix of its 7,000 stores. Rival CVS will forecast include discount grocer Aldi, adding 100

double the size of its food sections in 3,000 of its stores this year to its 1,085 unit base; H-E-B is

7,000 stores. Target is on track to have P-Fresh testing the waters of the trading-down consumer

grocery areas in 450 of its stores by the end of this with its discount grocery, Joe V’s Smart Shop; and

year. To get greater sales per square foot, Sam’s this year Smart Final rolls out 25 of its new

Club touts adding 24 imported cheeses as part of its format, SmartCo, a no-member-fee warehouse

three-year remodeling push, “Project Portfolio,” grocer. Dollar Tree’s test concept, Dollar Tree

which adds fresh produce and meat, health and Market, jumps into the food fray with a grocery that

beauty and baby-care. will include meat, fruit, housewares and baked
goods prepared instore. Continuing along the
It’s no secret that people are spending less on food “smart money” theme, Giant Eagle opened Valu
in order to spend elsewhere—for now. Will that King, a no-frills, 3,000-item grocery.
behavior persist? “The 2010 American Pantry Study:
The New Rules of the Shopping Game” by Deloitte One of the few grocers going upscale, Winn-Dixie

and Harrison indicates that price-consciousness, built a new prototype in southern Florida with

value-orientation and bargain hunting will prevail natural foods, global cuisine and fresh flowers

for years to come, even if the economy improves. meant to compete with Whole Foods Market.

The recession has created a more strategic, Ironically, at the end of last year Whole Foods

informed, even calculating food shopper who dropped its food prices by an average of 5 percent,

derives personal gratification from feeling smarter. while Walmart’s food prices are up 2.3 percent
since February.



NEW FOOD PLAYS PROMISE
INNOVATION IMPROVED LOOK! UP IN THE SKY!
EXPERIENCES IT’S A SANDWICH!
The supermarket format has been on the retail The next time you consult your mobile device for a
scene for decades without much change and little Subway store location, it may point you skyward. A
value proposition beyond “fresh.” It’s taught us to franchise currently rests near the 30th floor of the
automatically troll along 60-foot gondolas to steel structure of 1 World Trade Center, a 105-story
compose our purchases from 45,000 items. skyscraper rising at Ground Zero. The Subway shop
is a moveable “pod” sitting on the side of a tower
As one retail analyst put it: The supermarket model
crane and will rise along with the structure,
presumes we are in a rush. They are built as
supplying sandwiches to a workforce of up to
machines for selling, not seducing, with straight
1,000 iron workers, laborers, concrete workers and
lines and big signs as if we were all racing our carts
electricians.
up the aisle at 50 miles an hour. Given America’s
attachment to food, you’d think our retail grocery Other unconventional Subway locations include an
model would be a place that nurtures us and our aluminum smelting plant in New Zealand, an air
senses, where we want to spend money as well as conditioner plant in Georgia, a church in Buffalo
time. A place we fall in love with. and a riverboat in Germany.

Supermarkets have become a “routine.” Now
consumers are looking to the digital realm to help
with the grocery buying task, especially the speedy,
low-cost replenishment of everyday needs.

Alice.com allows manufacturers to sell their
products directly to consumers who choose to buy
their household essentials online. In January,
Procter Gamble began testing the eStore. Sears
has added online groceries for pickup and delivery
in metropolitan areas through its Gofer.com
e-commerce site. It joins the ranks of Stop Shop’s
Peapod and Amazon.com, which are cautiously
expanding their online grocery services in select
local markets. Claiming 21% of the online grocery
population, MyWebGrocer still seems to be the
largest online grocery destination, engaging over 4 SLIDE SHARE:
million shoppers a month via its local store. It Facts Figures: New Consumer
Behaviors
reports that shoppers are increasingly completing
their purchases online and picking them up.


THETIMEHASCOME
TORE-IMAGINETHESTORE
Technology trends are set to alter store experiences.

Wireless access to the Internet is changing how will become a quaint relic. In its place will be a
people live, work and play. It’s closing the gap dynamic intersection of graphic design, interactive
between distance and time, and it will recalibrate design, architecture and exciting, relevant mer-
business interactions in every industry. It won’t be chandising. It will offer shoppers insight and
long before wireless alters entire shopping experi- perspective while conceding control to them. As
ences forever. Once the challenges of its impact on such, shoppers will be able to customize the store.
multiple industries and the complexity of imple-
A retail brand—even mass—will have new dimen-
mentation are met, mass adoption and behavior
sions, discretely revealing certain aspects of itself
change will quickly follow. Some businesses will
to one segment of its audience, and another side of
see changes so significant, they’ll need to ask
its character to a second segment. Design and
themselves, “What business am I in?” as they adjust
technology will allow stores to show a different
their practices to adapt to the consumer.
composition, line of sight and visual entry point,
However, don’t assume that having “everything for depending on the customer. They’ll perceive only
sale everywhere” will lead to the store’s obsoles- the aspect of the store that has greatest signifi-
cence. The traditional physical store will become as cance to them. Thus, a mass retailer will be
important as ever, if not more so. The trends in experienced alternately as a value solution by one
technology, ecology, society and economy will cause shopper, and a fashion authority by another.
retail to evolve its services. But the same transfor-
mative forces will also drive the creation of retail
spaces that are unparalleled works of interactive
VIDEO:
art, filled with character and customer empathy.
Imagination at Work
The shop of the last century, comprised of a http://www.designforum.com/soi2010

counter, a cash register and merchandise on a shelf



LIFE IN A WIRELESS WORLD
Digital will not only give people the ability to shop The population pendulum has begun the inevitable
everywhere all the time, it will also connect them to swing back from surburban expansion to urban
work in the same way. As members of the Millennial dwelling. Again led by Millennials and their belief
generation rise to take positions of influence in in community involvement and sustainability, retail
business, their comfort with technology will allow will follow and find fertile ground in what was
for the same decentralizing of the workplace. That, previously considered the “urban retail desert.”
in hand with inevitable oil and energy crises, will To aid in that movement, technology will finally tame
spawn telecommuting, either from home or shrinkage, if not with RFIDs certainly with a similar
neighborhood outposts. breakthrough, making more retailers amenable to
downtown formats.
People will become less car dependent. Sidewalks
and bikeways will connect them to pedestrian- As consumers shift their general merchandise
friendly commerce centers, where small and even purchases online, the drug store will stop selling
micro formats of the retail brands they love will potato chips and printer cartridges and become the
be waiting. trusted protectors of human health they claim to be.
The aging population (76 million elderly baby
Today’s push for merchants to draw on local
boomers) and changes in health care insurance
sourcing and cultural connections will become
will give drug stores the opportunity to offer limited
a full-fledged expectation. Farmers markets and
medical and dental services supported by unique
agriculture cooperatives are the forerunners of the
assortments for personal care, health and family
shift to sustainability by American’s biggest grocery
well-being.
players, who will crack the code on availability
and profitability, thereby renewing local economies. One thing that won’t change: The need for the
To the surprise of many, Walmart is quietly continual push to create the Next Big Thing. In the
leading the way. future, it will be just as challenging to come up with
an exciting new retail concept as it’s always been.
Companies will learn to operate in a market where
consumers have more influence than shareholders,
where transparency is the norm. Individuals will
routinely leverage their large social network’s
buying power for price, product co-creation and
group customization.

Manufacturers will master crowdsourcing balanced
with creativity by soliciting feedback for new
products, saving on RD. The rapid response
model, now used in fast fashion, will be adopted by
the mass category, which will signal their manufac-
turers of product movement in real time, custom-
izing merchandise mix locally and completely
eliminating idle inventory.


PREDICTIONS

SHELF?
WHAT’S A SHELF? LUXURIOUS LESS
With books, CDs, DVDs and photo albums Conspicuous consumption won’t go away;
becoming obsolete in favor of electronic it will merely take on a new form. Our
readers and streaming media, why would transportation vehicles may become
the home of tomorrow need a bookshelf? smaller, and our houses may have less
For that matter, why would a retailer need square footage leading to fewer posses-
a shelf other than to display the minimum sions. But though few, our things will be
number of wares and their options for luxurious. Budgets will be conserved in
customization? The term “personal order to be spent on things of sleek and
shopper” could well fall into disuse, since beautiful design, high-end electronics,
every store will ideally behave as a the best vintage wine, or an adventurous
personal shopper every time you step vacation to an exotic corner of the world.
inside. “Catered retail” will bring goods to We’ll generate less garbage and take up
your home. less space, but do it in style.

GOOD-BYE,
ROUTINE
PURCHASES
The primary shopping occasion—speedy,
low-cost replenishment—is headed for
extinction. Wireless pantries will automati-
cally place their orders online for regularly
scheduled at-home delivery. The super-
market “center store” will disappear.
Stores will again be places of tactile,
olfactory engagement. Shoppers will be
free to enjoy shopping driven by pleasur-
able problem-solving, a quest for self-
expression and the impulse-oriented
mission of discovery.



HAPPY AT LAST
]

Technological advances and fierce competi-
tion for lifeshare will hasten the death of
today’s version of customer service, i.e.
“disappointment management.” Service
offerings will be tailored to individual need.
Wireless payment options will make the
checkout conveyor belt, the cashwrap and the
waiting line things of the past. For those who
don’t enjoy shopping, webcam consultations
will bring the store to you. That also means,
however, that there will be no need for a cute
little robot to follow you around the super-
market holding your basket.

PROTEAN STORE
EXPERIENCES IDIOMATIC RETAIL
The human delight in the discovery of new Intolerance of chain-store sameness will
things won’t change. Store environments result in unique blends of commercial areas,
will be built to allow for various interpreta- with personalities derived from immediate
tions and changed frequently. Moveable, surroundings. Today’s lifestyle centers, which
flexible design elements will allow easy merely imitate neighborhoods, will give way to
adaptation to trends. The shopping the real thing. Smaller communities will have
experience will be continually reinvented, cachet like the large metropolitan areas have
and will include elements of entertainment today, such as Chicago’s Armitage Avenue or
and socializing, a reflection of what is in Atlanta’s Little Five Points. The most local of all
the virtual space. Store associates will be traditional retail forms, the sidewalk food cart
hired for their ability to be creative, socially will be joined by its big brother, the specialty
in tune and interesting—as opposed to their food truck adding more locational flavor.
knack for refolding sweaters.


THEFUTURE:
HOWTOGETTHEREFROMHERE
Despite their expectation that business will either fall or remain flat
for the rest of 2010, 92% of retailers surveyed in May plan to increase
store openings this year, and remain optimistic about their prospects
for the near-term as well as long-term.

As capital expenditure budgets accommodate through their hearts.
virtual retail as well as brick-and-mortar, smart
Deeper insights, such as those found from mapping
companies will optimize their investments with a
the customer journey and looking for opportunities
brand strategy that supports the way customers
through the lens of wireless, must be used to create
want to shop.
meaningful multi-channel strategies, shelf prin-
NEAR-TERM: FIND THE ciples and store designs in sync with the shopper
mindset. The new expectation placed on retail by
EMERGING CUSTOMER m-commerce means channels can no longer work
IDENTITY FOR YOUR BRAND independently. They must be aligned in order to
deploy more effective communications, and lower
The future ain’t what it used to be. Despite the
barriers to purchase to make a sale whenever and
predicted return to expansion, analysts project 40%
wherever the customer is ready.
less retail square footage will be added in the next
five years than in the past five as companies Alongside investment in the improvement of
optimize existing stores to attract the most profit- multi-channel processes, smart retailers will
able shopper. underpin their efforts with robust management of
relevant content across channels with a goal of
To find the most profitable shopper, retailers will
supporting one over-arching brand strategy.
need to insist on shopper data beyond segmenta-
Multi-channel integrity will require applications to
tion, beyond shopping occasion and value definition,
more specifically target and support customers and
to find the emotion attached to shopper thoughts
gain their loyalty through real-time offers and
and actions. Although consumers are more price
online product recommendation engines.
conscious than ever, the way to their wallets is often



MID-TERM: CREATE A HOLISTIC APPROACH
TO MULTI-CHANNEL STRATEGIES TO ECHO
THE CONSUMER’S PERCEPTION
While integrated demand and replenishment are the It is imperative that retailers begin to form more
ideal, its implementation is a complex process. intimate connections with their target customers by
Retailers laying the foundation for it now can expect contributing value and meaning to the online
it to come to fruition about five years out. Mean- conversation. With greater connection to their
while, retailers are replacing their inventory customers, retailers will be able to use newfound
management and replenishment systems, and insight to introduce products and business models
working on strategies for optimized inventory. that are truly innovative, which will give them a
Investment must continue in applications that better chance at earning their place in their
integrate cross-channel capability, supported by shopper’s life.
excellent execution in the store.
A company’s future prospects will depend on how
Mapping the customer journey will continue to be well it reflects the values of the audience it serves.
crucial, as companies strive to offer the right While still being grounded in profit, process and
applications on the right devices at the right point in efficiency, companies must act in accordance with
the shopping process. the human values that drive community—connect-
edness, compassion, openness and authenticity.

FAR-TERM: RETAIL EVOLVES WITH TECHNOLOGY
In the future, retail will take a new shape in think less about being great merchants and more
the same way that digital has been reshaped in about how they could improve shopper’s lives. In
our lifetime. recent years, retailers have been thinking of
themselves as not just a fleet of distribution points,
When the PC first appeared, it was a practical work
but a brand—an idea beyond function that allows for
tool. Its price and utility were important. Now it’s a
an experiential attachment.
part of everyday life, like our house keys. Its designs
are beautiful and intriguing. Smartphones have Now retail brands need to add sociability to contrib-
emotive qualities as well as functional qualities. ute to the rich social web in which we live. In the
Thanks to Apple, people became the point of years ahead stores will be built with intuitive
technology. Technology fits easily into people’s lives rightness. Rather than thinking first about how
rather than forcing their lives to fit its dictates. to build a store, retail brands will think about how
to make it fit the lives of people.
The store will transform along those same lines.
Ten years ago, only price and utility were important. BLOG:
But as expansion slowed, retail chains began to Experts Answer: What do I do next?


Chain store Age top 100:
the Nation’s Largest retailers
2009 2008 2009 2008 Stores
Company / Revenues Revenues Net Income Net Income 2009
Fiscal Year-end [000] [000] [000] [000] 2008 Comments

1 Wal-Mart Stores 405,046,000 401,087,000 14,335,000 13,400,000 8,416 Will accelerate international expansion to make up for
Bentonville, Ark. 7,863 slowing growth in the U.S. Domestic agenda includes
1/31/10 A smaller stores and a big push into urban areas.
2 The Kroger Co. 76,733,000 76,148,000 70,000 1,249,000 3,619 Continues to focus on improving customer service and
Cincinnati 3,550 making its stores a one-stop solution for customers' daily
1/30/10 A needs to grow market share. Strategic emphasis on self-
development and ownership of real estate.
3 Costco 69,889,000 70,977,000 1,086,000 1,283,000 566 Citing economic slowdown, shutters pilot Costco Home
Issaquah, Wash. 512 Stores locations. Look for international stores to drive
8/30/10 A company’s growth going forward, with Asia and Australia
as major opportunities.
4 The Home Depot 66,176,000 71,288,000 2,661,000 2,260,000 2,244 Cut 2.6 billion kilowatt-hours (kWh) since 2004 in stores
Atlanta 2,274 and expects 20% reduction in kWh/sq.ft. by 2015.
2/1/10 A Pledged 20% cut in greenhouse gas emissions over next
five years.
5 Target Corp. 65,357,000 64,948,000 2,488,000 2,214,000 1,740 Opens first Manhattan location — first-year sales pro-
Minneapolis 1,682 jected at $90 million. Continues rollout of expanded food
1/30/10 A concept, PFresh, with 350 locations on tap in 2010.
6 Walgreen Co. 63,335,000 59,034,000 2,006,000 2,157,000 7,496 Acquisition of Duane Reade gives chain leading presence
Deerfield, Ill. 6,934 in New York City; plans to keep Reade banner. Expanded
8/31/09 A mobile services include text-message alerts for Rxs.
7 CVS Caremark 55,355,000 48,990,000 4,159,000 3,753,000 7,025 Entering Puerto Rico with nine locations in 2010. Contract
Woonsocket, R.I. 6,923 losses by Caremark take a bite out of earnings, but
12/31/09 AR recently announced 12-year agreement to administer
Aetna Inc.'s in-house pharmacy benefits operation seen
as big win.
8 Best Buy 49,694,000 45,015,000 1,317,000 1,003,000 4,027 Will open 50 to 55 large-format stores and 75 to 100
Richfield, Minn. 3,942 smaller-format mobile shops in 2010. International expan-
2/27/10 A sion also on tap.
9 Lowe's Cos. 47,220,000 48,230,000 1,783,000 2,195,000 1,710 Pioneered innovative health insurance benefit through
Mooresville, N.C. 1,649 alliance with Cleveland (Ohio) Clinic, #1 U.S. medical
1/29/10 A provider of heart care for 15 years. Covers travel and
lodging expenses.
10 Sears Holdings 44,043,000 46,770,000 235,000 53,000 3,921 Bringing back the Christmas Club card to help consumers
Hoffman Estates, Ill. 3,918 budget for the holidays. Continues to invest in mobile
1/30/10 A efforts; new applications include Sears2Go and Personal
Shopper.
11 Safeway 40,850,700 44,104,000 [1,097,500] 965,300 1,725 Became first U.S.-based grocery chain to join The
Pleasanton, Calif. 1,739 Sustainability Consortium, an independent organization
1/2/10 A that promotes a scientific foundation for consumer product
sustainability.
12 Supervalu 40,597,000 44,564,000 393,000 [2,855,000] 2,349 Weak economy and fierce price competition take toll as
Eden Prairie, Minn. 2,421 grocery giant exits Cincinnati and Connecticut markets.
2/27/10 A Expanding its smaller-format, discount Sav-A-Lot division,
with plans to open 100 stores this year.

A = Information taken from actual company reports E = Estimate R = Retail operations only, not total enterprise C = Fiscal year-end changed
X = Currency reported has been converted to U.S. dollars based on exchange rate at time of the company’s published report NA = Not Available DNA = Does Not Apply
Source: Company reports/Chain Store Age research For Methodology, see p. 27A


13 RiteAid 25,669,117 26,289,268 [506,676] [2.915,420] 4,780 John Standley, formerly president and COO, is new
Camp Hill, Pa. 4,901 CEO. Launches wellness and customer loyalty program,
2/27/10 A revamps private-label program and begins immunization
training to triple number of pharmacists able to provide
vaccinations.
14 Amazon.com 24,509,000 19,166,000 902,000 645,000 DNA Riding the crest of the e-book wave as sales and income
Seattle DNA soar.
12/31/09 A
15 Publix Supermarkets 24,319,716 23,929,064 1,161,442 1,089,770 1,014 Selected as the highest-ranking supermarket for customer
Lakeland, Fla. 993 satisfaction for the 16th consecutive year, according to the
12/26/09 A American Customer Satisfaction Index. Remains on growth
track despite rough economic climate.
16 Staples 24,275,451 23,083,775 738,671 805,264 2,243 Proactively green: Collected 12.4 million pounds of
Framingham, Mass. 2,218 technology waste from customers in U.S. and Canada
1/30/10 A in 2009. Other green measures include solar power on
32 facilities.
17 Macy’s 23,489,000 24,892,000 350,000 [4,803,000] 849 Local push (My Macy’s) paying off with strong sales.
Cincinnati 847 Bloomingdale’s division makes first foray oversees (in
1/30/10 A Dubai) and debuts outlet-store concept back home.
18 Ahold USA 22,825,000 21,812,000 NA NA 713 Expanded its presence in Virginia through the acquisition
Chantilly, Va. 711 of 25 strategically positioned Ukrop's Supermarkets.
1/3/10 A
19 TJX Cos. 20,288,444 18,999,505 1,200,000 880,600 2,743 Aggressive growth, with 130 new U.S. stores planned
Framingham, Mass. 2,652 for 2010. Will launch new chain in spring and expand
1/30/10 A Marshalls chain into Canada, with six initial locations.
20 Delhaize America 18,994,000 19,239,000 1,016,000 1,060,000 1,607 Drove volume trend in 2009, increasing number of trans-
Salisbury, N.C. 1,594 actions and the number of items per transaction. However,
12/31/09 A lower prices resulted in a 1.3% drop in year-over-year
revenues.
21 JC Penney 17,556,000 18,486,000 251,000 572,000 1,108 Set to become the exclusive retailer of Liz Claiborne brand
Plano, Texas 1,093 as it continue to pursue exclusive brand-partnerships to
1/30/10 A build market share.
22 Kohl’s Department 17,178,000 16,389,000 991,000 885,000 1,058 Has prevented nearly $50 million in electricity costs over
Stores 1,004 past four years through energy-efficiency programs; will
Menomonee Falls, Wis. pursue Energy Star designation for all new construction
1/30/10 A starting in spring.
23 Pilot Travel Centers 17,000,000 16,000,000 NA NA 310 Completed merger with Flying J on June 30. New com-
Knoxville, Tenn. 305 pany, Pilot Flying J, has more than 550 locations and will
12/31/09 E remain headquartered in Knoxville.
24 Love’s Travel Stops 16,500,000 15,750,000 NA NA 220 Acquired 26 locations from Pilot Travel Centers in June.
Country Stores 206
Oklahoma City
12/31/09 E
25 Alimentation 15,889,000 15,267,289 292,842 245,640 5,878 At press time, Canadian retailer had extended once again
Couche-Tard 5,443 its takeover bid for Casey’s General Stores.
Laval, Quebec
4/25/10 AX
26 Meijer 14,702,000 13,900,000 NA NA 194 Building a fleet of energy efficient trucks including U.S.
Grand Rapids, Mich. 186 EPA 2010 trucks from Daimler Trucks North America that
1/30/10 E feature near-zero emissions technology.
27 Gap 14,197,000 14,526,000 1,102,000 967,000 3,095 Global expansion a priority with plans to open company-owned
San Francisco 3,149 stores in China and Italy, and expand e-commerce abroad.
1/30/10 A Rolling out new Old Navy design with racetrack layout.
28 H-E-B 14,127,000 14,500,000 NA NA 317 Craig Boyan named company president in January. Adding
San Antonio 338 19 supermarkets in Texas and Mexico, and new distribu-
10/30/09 E tion center in Temple, Texas.
29 Toys R Us 13,568,000 13,724,000 312,000 218,000 1,566 Revived retailer filed $800 million IPO in May. Sights set
Wayne, N.J. 1,559 on holiday, debuts Christmas Savers Club, encouraging
1/30/10 A shoppers to begin setting aside money with the added
benefit of earning a bonus.

Source: Company reports/Chain Store Age research


30 Office Depot 12,144,467 14,495,544 [596,465] [1,478,938] 1,289 As part of ongoing commitment to sustainability, all new
Delray Beach, Fla. 1,429 and relocated North American Office Depot retail locations
12/26/09 A will adhere to LEED standards, including 14 stores planned
for 2010.
31 Dell Computer 12,054,000 11,529,000 NA NA DNA Finalizing plans to release its tablet PC, the Dell Streak.
Round Rock, Texas DNA
1/29/10 E R
32 Dollar General 11,796,000 10,458,000 339,000 108,000 8,828 With more locations than any other retailer in America,
Goodlettsville, Tenn. 8,362 fast-growing discounter opened 9,000th store in July. Will
1/29/10 A open 600 stores in current fiscal year.
33 BJ’s Wholesale Club 9,954,400 9,802,200 132,100 134,600 187 Opened 2 new BJs Wholesale Club stores in the first half
Natick, Mass. 180 of 2010, bringing the total to 189 stores.
1/30/10 A
34 Army Airforce 9,800,000 8,876,580 420,100 376,290 3,100 Completed 123 major facility renovations at a cost of
Exchange Service earnings earnings 3,100 $1.1 billion during past five years. In 2010, will reno-
Dallas vate 24 exchanges to its current standards.
1/30/10 A
35 Starbucks 9,774,600 10,383,000 390,800 315,500 6,764 Expanded product offerings and promotional efforts, including
Seattle 7,238 free Wi-Fi in stores. As part of broad energy-reducing initiative
9/27/09 A (company- commits to building LEED-certified stores. Steps up interna-
owned stores) tional growth, with Asia as big target.
36 7-Eleven 9,431,000 15,000,000 NA NA 6,389 A Expanding through organic growth, franchising, acquisi-
Dallas 6,196 A tions and its business conversion program, operator is
12/31/09 E taking a big share of c-store market here and abroad.
37 GameStop 9,077,997 8,805,897 377,265 398,282 6,450 Allocated $75 million for the opening of 400 new stores
Grapevine, Texas 6,207 this fiscal year. Fortified its digital platform with acquisi-
1/30/10 A tion of Kongregate, a social gaming destination and
online community.
38 The Great Atlantic 8,813,600 9,516,200 [876,500] [143,300] 429 Troubled grocer appoints Sam Martin, former COO of
Pacific Tea Co. 436 OfficeMax, as CEO. Company looks to sell non-core assets
Montvale, N.J. to assure liquidity.
2/27/10 A
39 eBay 8,727,362 8,541,261 2,389,097 1,779,474 DNA Announced that it will become one of the inaugural
San Jose, Calif. DNA customers for Microsoft's new Windows Azure platform
12/31/09 A appliance for cloud computing.
40 Verizon Wireless 8,634,000 6,697,000 NA NA 2,330 Remains bullish on opening retail stores. Year-over-year
Basking Ridge, N.J. 2,500 decline in store count is attributed to the Circuit City store
12/31/09 ER closings, where Verizon had store-in-store concepts.
41 Limited Brands 8,632,000 9,043,000 448,000 220,000 2,971 Sold remaining stake in namesake chain to focus on
Columbus, Ohio 3,014 Victoria's Secret and Bath Body Works units. Set up
1/30/10 A Canadian division to support expansion in the country, and
plans to open Bath and Body Works stores in the Middle
East through franchise deal. Will open London’s first
Victoria’s Secret store in 2012.
42 Nordstrom 8,258,000 8,272,000 441,000 401,000 184 Roughly 22 new stores opening this year, including 18
Seattle 169 Nordstrom Rack off-price locations. Fifteen stores set to
1/30/10 A open in 2011, including 12 Rack stores.
43 Giant Eagle 8,200,000 8,000,000 NA NA 377 Opened two of its smaller-footprint, low-price Valu King
Pittsburgh 366 stores in the Columbus, Ohio, market.
6/30/10 A
44 Whole Foods Market 8,031,620 7,953,912 146,804 114,524 284 Company recovers from recession as affluent customers
Austin, Texas 275 return; opening smaller-sized stores and re-emphasizing
9/27/09 A its health food roots.
45 Menards 7,897,000 8,100,000 NA NA 252 Partnered with IBT Enterprises to identify, negotiate and
Eau Claire, Wis. 250 build strategic co-tenant relationships that will create
1/30/10 E store-in-store concepts within Menard's stores.
46 Bed, Bath Beyond 7,828,793 7,208,340 600,033 425,123 1,100 Opening 55 to 60 new stores across all of its concepts,
Union, N.J. 1,037 including Christmas Tree Shops and Harmon, in 2010.
2/27/10 A



47 QuikTrip 7,730,000 8,700,000 NA NA 537 Responding to increased demand for fresh foods, QuikTrip
Tulsa, Okla. 501 will unveil a new store design that has a wider selection of
4/30/10 E prepared foods and a 20% larger footprint.
48 Aldi 7,457,000 6,250,000 NA NA 1,054 Fast-growing discount supermarket operator will enter
Batavia, Ill. 988 New York City in 2011, with store in Queens.
1/30/10 E
49 Family Dollar Stores 7,400,606 6,983,628 291,266 233,073 6,655 Strategic initiatives to improve merchandising, marketing
Charlotte, N.C. 6,571 and operations translate to sustained growth in discounter’s
8/29/09 A top and bottom lines. Opening 200 stores this year.
50 QVC 7,374,000 7,303,000 1,565,000 1,502,000 DNA Currently in U.S., Germany, Japan and U.K. Plans to launch
Englewood, Colo. OIBDA OIBDA DNA in Italy in the fourth quarter of this year.
12/31/09 A
51 Winn Dixie Stores 7,367,000 7,281,000 40,000 13,000 515 Shuttering 30 underperforming stores, mostly in Florida.
Jacksonville, Fla. 521 Cuts 120 corporate and field support jobs to cope with weak
6/24/09 A sales as it consolidates four operating regions into three.
52 OfficeMax 7,212,000 8,267,000 [1,575] [1,665,919] 1,010 Investing in technology and infrastructure to support
Naperville, Ill. 1,022 growth as it focuses on expanding core business and
12/26/09 A pursuing opportunities in adjacent markets.
53 Ross Stores 7,184,213 6,486,139 442,757 305,441 1,005 With plenty of room for expansion in Northeast and the
Pleasanton, Calif. 956 Midwest, the company plans to open about 35 Ross stores
1/30/10 A and 15 dd's locations this year.
54 Sherwin-Williams 7,094,249 7,979,727 435,848 476,876 3,354 The Paint Stores Group expects to open 40 to 50 new
Cleveland 3,346 stores this year while the rate of store closings slows.
12/31/09 A
55 AutoZone 6,817,000 6,523,000 657,049 641,606 4,417 Will open 140 to 160 stores in its current fiscal year; looks
Memphis, Tenn. 4,240 for sites in Philadelphia, Milwaukee and Orlando.
8/29/09 A
56 Racetrac Petroleum 6,680,000 7,000,000 NA NA 545 Founded in 1934, the second-generation family-owned
Atlanta 533 convenience store company remains committed to a slow,
12/31/09 E steady growth strategy of about 10% per year.
57 Apple 6,574,000 9,655,000 NA NA 217 Buoyed by strong demand for iPhone and iPad, high-tech
Cupertino, Calif. 247 giant will open 40 to 50 stores in 2010.
9/26/09 E R
58 Hy-Vee 6,415,000 6,200,000 NA NA 228 Expanded partnership with Caribou Coffee making it preferred
West DesMoines, Iowa 224 brand in all deli/food service counters. Barista-staffed kiosks,
9/30/09 E in 18 stores, will roll out to other Hy-Vee locations this year.
59 The Pantry 6,390,100 8,995,600 59,100 31,800 1,673 Plans to sell 80 stores in an attempt to right-size the
Cary, N.C. 1,653 portfolio and correct disappointing performance.
1/25/10 A
60 Trader Joe’s 6,275,000 6,000,000 NA NA 340 Entering new markets, with first Nebraska location
Monrovia, Calif. 305 (Omaha) opening later this year.
6/30/10 E
61 Dillard’s 6,094,948 6,830,543 68,531 [241,065] 309 Seventy-two-year-old department store company on the
Little Rock, Ark. 315 upswing with updated fashion quotient, opens two stores
1/30/10 A in Texas.
62 Defense 5,980,000 5,813,245 NA NA 254 After serving as director of DECA for 35 years, Philip
Commissary Agency 273 Sakowitz retired June 30. Deputy director and COO of
Fort Lee, Va. DECA, Thomas E. Milks assumed the role of acting director
9/30/09 A on July 1.
63 Barnes Noble 5,810,564 5,121,804 36,676 75,920 1,357 Exploring strategic operations, including putting itself up for
New York 778 sale. Founder and largest shareholder Leonard Riggio might
5/1/10 AC make a bid for the struggling retailer.
64 WaWa 5,800,000 5,050,000 NA NA 570 C-store operator picking up the pace of store openings again,
Media, Pa. 569 developing smaller stores to allow it to get closer to urban mar-
12/31/09 E kets. Opening 20 to 25 locations this year and the same next.
65 Advance Auto Parts 5,412,623 5,142,255 270,373 238,038 3,420 Opened 43 stores including 11 international locations
Roanoke, Va. 3,368 in Q1 of 2010. In June, launched a new online suite of
1/2/10 A customer services.



Mobilizing for the Future: Retailers Adapt to Digital Demands

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